When an S-corp nets $150,000 to $250,000 before owner salary, the reflex is to crank up wages “to be safe.” That’s not always necessary. Our firm applies an effort vs. capitalization framework that pegs wages to the owner’s actual labor and credits a fair return to capital and systems.
Used correctly, this approach can support a $50,000 W-2 wage for the owner while keeping the rest available for distributions, cash reserves, and growth.
Blog: Insights From the Fastlane
The information provided on this site is for general informational purposes only and should not be construed as professional financial, tax, or legal advice. For advice tailored to your specific situation, we recommend consulting with a qualified professional.
The Rule, In Plain English
An S-corporation must pay shareholder-employees a reasonable salary for the services they perform before distributing remaining profits. This isn’t folklore; it comes from how the Internal Revenue Code treats compensation and payroll tax:
Let’s be honest: we toss around “SWOT” a lot. CFOs love it, consultants swear by it, and half the time it’s a slide that gets skimmed between coffee refills. But do you actually know why it matters, or how to use it so it changes decisions and dollars, not just meeting minutes? Let’s review, simply and practically.
Not every business can afford a full-time CFO—but every business deserves CFO-level insight. Here are five simple tips that our clients use to get control of their numbers and strengthen their bottom line.
🚨 California Expands Retirement Plan Mandate 🚨
California has expanded its retirement mandate to the smallest employers. If you have even one W-2 employee (other than the owner or owner’s spouse) and do not sponsor a qualified plan, you must either (a) adopt a private plan (e.g., 401(k), SIMPLE IRA) or (b) register for CalSavers by December 31, 2025.
Action required by December 31, 2025.
Most entrepreneurs start with passion and grit. What they usually don’t start with is a seasoned CFO in their corner. That’s where the cracks begin to show: cash flow headaches, tense bank conversations, stalled growth, or even a looming sale that could leave money on the table.
A boutique CFO firm like ours exists to fix that gap. We bring executive-level financial leadership to smaller businesses that otherwise couldn’t justify—or afford—a full-time CFO. The result? Owners get the same forward-looking financial discipline that large corporations rely on, without the cost of hiring in-house.
